Overcoming resistance to change, involves convincing of employees which are the greatest obstacle to the implementation of the changes in organization. Such employees are acting according to so called "rule of defiance" by Karol Adamiecki formulated in conjunction with the principle of inertia or defiance by Henry Louis Le Châtelier and Karl Ferdinand Braun (regarding chemical and physical phenomena). This rule says that the personnel involved in the improvement generally oppose any change of conditions and methods of work.

Resistance may occur in the open or covert form, immediately or over time. There are following sources of resistance: the uncertainty caused by concerns about workplace, doubt as to the suitability of qualifications and competence, fear of the unknown, the reluctance of entering into new areas, the risk of personal interests, reducing power or spheres of influence, a sense of loss (for example, the current status). Identifying sources of resistance is useful for taking action to reduce its power. Often people not prepared to change resign from work, causing increased employee turnover rate.

Sources of resistance to change may be also: ignorance of the causes, the effects of uncertainty, reluctance to lose the current position.

Overcoming resistance to change is often achieved through: involvement of employees in the process of improving the organization (TQM, working groups, etc.), extensive information to employees about ongoing changes, their causes and the benefits for them and for the company, the support of management and consistency in the implementation of changes.